What are the requirements for an individual to become a successful project manager?

Who should be a member of the project team?

Who should be a member of the project office?

What problems can occur during recruiting activities?

What can happen downstream to cause the loss of key team members?

6The Staffing Environment (Continued)

Project managers skills needed

Honesty and integrity

Understanding of personnel problems

Understanding of project technology

Business management competence

Management principles

Communications

Alertness and quickness

Versatility

Energy and toughness

Decision-making ability

Ability to evaluate risk and uncertainty

7Selecting the Project Manager Executive Consideration

Acquire the best available assets and try to improve them

Provide a good working environment for all personnel

Make sure that all resources are applied effectively and efficiently so that all constraints are met, if possible

8Project Manager Selection

A project manager is given a license to cut across several organizational lines. His activities, therefore, take on a flavor of general management, and must be done well.

Project management will not succeed without good project managers. Thus, if general management sees fit to establish a project, it should certainly see fit to select a good person as its leader.

9Project Manager Selection (Continued)

A project manager is far more likely to accomplish desired goals if it is obvious that general management has selected and appointed him.

10Selection Process for Project Manager

Questions to ask

What are the internal and external sources?

How do we select?

How do we provide career development in project management?

How can we develop project management skills?

How do we evaluate project management performance?

11Project ManagersResponsibilities

To produce the end-item with the available resources and within the constraints of time, cost, and performance/technology

To meet contractual profit objectives

To make all required decisions whether they be for alternatives or termination

To act as the customer (external) and upper-level and functional management (internal) communications focal point

12Project ManagersResponsibilities (Continued)

To negotiate with all functional disciplines for accomplishment of the necessary work packages within the constraints of time, cost, and performance/technology

To resolve all conflicts, if possible

13Personal Characteristics for Project Manager

Flexibility and adaptability

Preference for significant initiative and leadership

Aggressiveness, confidence, persuasiveness, verbal fluency

Ambition, activity, forcefulness

Effectiveness as a communicator and integrator

Broad scope of personal interests

Poise, enthusiasm, imagination, spontaneity

14Personal Characteristics for Project Manager

Able to balance technical solutions with time, cost, and human factors

Well organized and disciplined

A generalist rather than a specialist

Able and willing to devote most of his time to planning and controlling

Able to identify problems

Willing to make decisions

Able to maintain proper balance in the use of time

15Additional Skills Needed

Are feasibility and economic analyses necessary?

Is complex technical expertise required? If so, is it within the individuals capabilities?

If the individual is lacking expertise, will there be sufficient backup strength in the line organizations?

Is this the companys or the individuals first exposure to this type of project and/or client? If so, what are the risks to be considered?

16Additional Skills Needed (Continued)

What is the priority for this project, and what are the risks?

With whom must the project manager interface, both inside and outside the organization?

17Worker Skills

They must know what they are supposed to do, preferably in terms of an end product.

They must have a clear understanding of their authority and its limits.

They must know what their relationship with other people is.

They should know where and when they are falling short.

18Worker Skills (Continued)

They must be made aware of what can and should be done to correct unsatisfactory results.

They must feel that their superior has an interest in them as individuals.

They must feel that their superior believes in them and is anxious for their success and progress.

19Skill Requirement for Project and Program Managers

Team building

Leadership

Conflict resolution

Technical expertise

Planning

Organization

Entrepreneurship

20Skill Requirement for Project and Program Managers (Continued)

Administration

Management support

Resource allocation

21Team Building Skills

Team members committed to the program

Good interpersonal relations and team spirit

The necessary expertise and resources

Clearly defined goals and program objectives

Involved and supportive top management

Good program leadership

22Team Building Skills (Continued)

Open communication among team members and support organizations

A low degree of detrimental interpersonal and intergroup conflict

23Leadership Skills

Clear project leadership and direction

Assistance in problem solving

Facilitating the integration of new members into the team

Ability to handle interpersonal conflict

Facilitating group decisions

Capability to plan and elicit commitments

Ability to communicate clearly

24Leadership Skills (Continued)

Presentation of the team to higher management

Ability to balance technical solutions against economic and human factors

25Conflict Resolution Skills

Understand interaction of the organizational and behavioral elements in order to build an environment conducive to their teams motivational needs. This will enhance active participation and minimize unproductive conflict.

Communicate effectively with all organizational levels regarding both project objectives and decisions. Regularly scheduled status review meetings can be an important communication vehicle.

26Conflict Resolution Skills (Continued)

Recognize the determinants of conflict and their timing in the project life cycle. Effective project planning, contingency planning, securing of commitments, and involving top management can help to avoid or minimize many conflicts before they impede project performance.

27Technical Skills

Technology involved

Engineering tools and techniques employed

Specific markets, their customers, and requirements

Product applications

Technological trends and evolutions

Relationship among supporting technologies

People who are part of the technical community

28Planning Skills

Information processing

Communication

Resource negotiations

Securing commitments

Incremental and modular planning

Assuring measurable milestones

Facilitating top management involvement

29Organizational Skills

Defining the reporting relationship

Defining responsibility

Defining lines of control

Defining information needed

Defining program objectives

Opening communication channel

Obtaining senior management supports

30Special Cases in project Manager Selection

Part-time versus full-time assignments

Several projects assigned to one project manager

Projects assigned to functional managers

The project managers role retained by the general manager

31Selecting the Wrong Project Manager--Risks

The greater the project managers technical expertise, the higher the propensity that he will overly involve himself in the technical details of the project.

The greater the project managers difficulty in delegating technical task responsibilities, the more likely it is that he will overinvolve himself in the technical details of the project. (Depending upon his expertise to do so).

32Risks (Continued)

The greater the project managers interest in the technical details of the project, the more likely it is that he will defend the project managers role as one of a technical specialist.

The lower the project managers technical expertise, the more likely it is that he will overstress the non-technical project functions (administrative functions).

33Next Generation Project Manager

The primary skills needed to be an effective project manager in the 21st century are

Line mangers often receive no visibility or credit for a job well done. Be willing to introduce line managers to the customer.

Be sure to show people how they can benefit by working for you or on your project.

Any promises made during recruitment should be documented. The functional organization will remember them long after your project terminates.

40The Organizational Staffing Process (Continued)

Recruitment Concerns

As strange as it may seem, the project manager should encourage conflicts to take place during recruiting and staffing. These conflicts should be brought to the surface and resolved. It is better for conflicts to be resolved during the initial planning stages than to have major confrontations later.

41Recruitment Policy

Unless some other condition is paramount, project recruiting policies should be as similar as possible to those normally used in the organization for assigning people to new jobs.

Everyone should be given the same briefing about the project, this rule can be modified to permit different amounts of information to be given to different managerial levels, but at least everyone in the same general classification should get the same briefing. It should be complete and accurate.

42Recruitment Policy (Continued)

Any commitments made to members of the team about treatment at the end of the project should be approved in advance by general management. No other commitments should be made.

Every individual selected for a project should be told why he or she was chosen.

A similar degree of freedom should be granted all people, or at least all those within a given job category, in the matter of accepting or declining a project assignment.

43Degrees of Permissiveness

The project is explained and the individual is asked to join and given complete freedom to decline, no questions asked.

The individual is told he will be assigned to the project. However, he is invited to bring forward any reservations he may have about joining. Any sensible reason he offers will excuse him from the assignment.

44Degrees of Permissiveness (Continued)

The individual is told he is assigned to the project. Only a significant personal or career preference is accepted as a reason for excusing him from joining the project.

The individual is assigned to the project as he would be to any other work assignment. Only an emergency can excuse him from serving on the project team.

Personnel connected with project forms of organization suffer more anxieties about possible loss of employment than members of functional organizations.

Individuals temporarily assigned to matrix organizations are more frustrated by authority ambiguity than permanent members of functional organizations.

48Special Problems (Continued)

Personnel connected with project forms of organization that are nearing their phase-out are more frustrated by what they perceive to be make work assignments than members of functional organizations.

Personnel connected with project forms of organization feel more frustrated because of lack of formal procedures and role definitions than members of functional organizations.

49Special Problems (Continued)

Personnel connected with project forms of organization worry more about being set back in their careers than members of functional organizations.

Personnel connected with project forms of organization feel less loyal to their organization than members of functional organizations.

50Special Problems (Continued)

Personnel connected with project forms of organization have more anxieties in feeling that there is no one concerned about their personal development than members of functional organizations.

Permanent members of project forms or organization are more frustrated by multiple levels of management than members of functional organizations.

51Special Problems (Continued)

Frustrations caused by conflict are perceived more seriously by personnel connected with project with project forms of organization than members of functional organizations.

People trained in single line-of-command organizations find it hard to serve more than one boss.

52Special Problems (Continued)

People may give lip service to teamwork, but not really know how to develop and maintain a good working team.

Project and functional managers sometimes tend to compete rather than cooperate with each other.

Individuals must learn to do more managing of themselves.

53Assigning Project Managers

Promote the individual in salary and grade and transfer him into project management.

Laterally transfer the individual into project management without any salary or grade increase. If, after three to six months, the employee demonstrates that he can perform, he will receive an appropriate salary and grade increase.

54Assigning Project Managers (Continued)

Give the employee a small salary increase without any grade increase or a grade increase without any salary increase, with the stipulation that additional awards will be forthcoming after the observation period, assuming that the employee can handle the position.

Are We Prepared to Make a Decision or Recommendation, or Is There Additional Information to Be Reviewed?

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